Fast Co. article #10, "How Do You Feel?" issue #35, by Tony Schwartz

Just when I thought it was safe to step into the workplace again, I read about another newfangled theory on training, which according to this article, is growing in popularity in the business world. It's called "emotional intelligence" (EI) not to be confused with "multiple intelligence" which is a useful and important concept.

According to the article, emotional intelligence offers employees "a way to come to terms with their feelings, and to perform better." It seems that learning how to express one's emotions in the workplace, and all that comes with it -- self-awareness and self-control -- is a whole new language for most business people. A psychologist named Reuven Bar-On (not a misspelling) researched the question, "are there factors that determine one's ability to be effective in life?" He was most interested in understanding why people with high IQs are not successful in life. (Since it didn't say what his definition of a successful life is, we can only wonder.) Nevertheless, he compared differences between people with high IQs who are less emotionally and socially effective in different areas of their life with those with average IQs who he considered successful in these areas. Bar-On's research helped him identify factors that influenced success. He then developed a "tool" that assessed strengths and deficits based on these factors.

Now this is where it gets a little grayish in my internal ethics department. Bar-On developed the EQI, a self-administered test that assesses emotional competencies. Businesses are using this test to assess job applicants. They want to predict the future performance of potential employees. Bar-On says, "to measure emotional intelligence is to measure one's ability to cope with daily situations and to get along in the world." A writer named Goleman (again no misspelling) used this theory, adding some of his own ideas, and wrote the 1995 bestseller book, "Emotional Intelligence." An outcome is, you guessed it, emotional-intelligence training.

Companies want to identify which factors their employees are weak in so they can help improve them. American Express uses the training to focus on "improving people's coping capacity, emotional self-management, and emotional connection with others." Their employees who have "deficiencies in competencies" are then given specialized training to correct the problem. I wonder if it involves electrodes attached to the brain?

I have a theory of my own. If someone claims to have the answer to a problem and they use the words "deficiency" and/or "competency," and they can solve it in five easy steps, be skeptical. From my own experience, quick fixes--usually in the neat form of a 3-ring binder--do not create or sustain long-term change effects. Deep learning takes time and it should involve lots of employee input and initiation.

Maybe others in the cohort have read more on this interesting but somewhat libel-esque topic and I am simply missing the point. Or maybe it's just my EQI deficit flaring up.

-- Anonymous, May 22, 2000